Year 4 Diversity, Equity and Inclusion Strategic Plan
October 2, 2019 | FY20 Action Items
[accordion title=”I. ODEI Organizational Context”]
ODEI is one of many unique units within the university where its primary function is to actively promote diversity, equity and inclusion. ODEI is made up of its Assistant Vice Provosts, the Center for Educational Outreach, the Business Office, and the Office of Academic Multicultural Initiatives, and Wolverine Pathways.
From being one of the first universities to admit women in 1870 to our historic defense of race-conscious admissions policies at the U.S. Supreme Court in 2003, the University of Michigan has had a fierce and longstanding commitment to diversity, equity and inclusion. Today the President, Provost and other Executive Officers, as well as other senior leaders urge us to continue this commitment by taking direct and thoughtful action to ensure that the University provides a welcoming and hospitable community where all its members can thrive.
Goals: Diversity, Equity and Inclusion
Diversity: We commit to increasing diversity, which is expressed in myriad forms, including race and ethnicity, gender and gender identity, sexual orientation, socio-economic status, language, culture, national origin, religious commitments, age, (dis)ability status, and political perspective.
Equity: We commit to working actively to challenge and respond to bias, harassment, and discrimination. We are committed to a policy of equal opportunity for all persons and do not discriminate on the basis of race, color, national origin, age, marital status, sex, sexual orientation, gender identity, gender expression, disability, religion, height, weight, or veteran status.
Inclusion: We commit to pursuing deliberate efforts to ensure that our campus is a place where differences are welcomed, different perspectives are respectfully heard and where every individual feels a sense of belonging and inclusion. We know that by building a critical mass of diverse groups on campus and creating a vibrant climate of inclusiveness, we can more effectively leverage the resources of diversity to advance our collective capabilities.
The mission of the Office of Diversity, Equity and Inclusion (ODEI) is to lead and support university-wide initiatives focused on the recruitment of a diverse faculty, staff, and student body, while fostering an inclusive and equitable university community. Our office also engages surrounding communities in mission-focused, mutually beneficial partnerships.
ODEI was engaged in extensive transition and transformation in year 1 as we engaged in ongoing discussions about re-organization and the new, emerging work of several ODEI units. Thus, in year 1, it did not seem productive to engage in a full-blown DEI planning process that examines all four planning domains. It was therefore agreed that over the period of phase 1 and phase II, the planning would focus on two of the four planning domains – “Promoting an Equitable and Inclusive Community,” and “Recruitment, Retention and Development (RRD),” particularly as it relates to staff within the division. Moving into Year 2 and Year 3 we added action items into the Service Domain.
This year we continue engaging all four domains and including students and other constituents: staff, students, faculty, and community members.
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[accordion title=”II. Planning Process Used/Data and Analysis/Key Findings”]
Planning Lead
Planning Team
Planning Process Summary
ODEI’s DEI strategic plan is very extensive as it covers the Center for Educational Outreach, ODEI Business Office, ODEI Evaluation and Assessment, Office of Academic Multicultural Initiatives, Wolverine Pathways, and the Associate Vice Provosts under the Vice Provost for Equity and Inclusion. The strategic plan includes much of the day-to-day operations for each of the major units (in bold above). Thus, much of the planning of action items happens within the units.
The DEI strategic plan Implementation Team focuses on the action items that cut across all of ODEI. The planning for these broader action items happened over the course of the second semester. The Implementation Lead met several times with each unit Director/Associate Director and the collective leadership team for ODEI. The meetings focused on reviewing the status of our Equity Review project and the findings from the initial campus-wide Climate Assessment Survey. Additionally, the Implementation Team presented updates of the strategic plan and solicited feedback from staff at our All-Staff meetings. Lastly, the Implementation Team and the Manager of the Business Office reviewed the structure and form of diversity planning within ODEI.
An important part of the planning process this year has been looking at the information learned from those meetings and the focus group done with student staff. The general findings from the meetings and focus groups are to continue the efforts within each unit while also doing more to inform students of the various diversity efforts within each unit and across ODEI. Students were very aware of the programs they were connected to/worked for but not as cognizant of the contributions of other programs.
OUTREACH
University Outreach Council (CEO)
Wolverine Express (CEO)
Faculty Forum on Outreach and Engagement (CEO)
MCAC – college preparatory (CEO)
PATHWAYS TO U-M
Wolverine Pathways – scholars in Detroit, Southfield, and Ypsilanti
Michigan Connection (MConnect) – transfer students at six community colleges and at U-M (OAMI)
EQUITY
STAFF SUPPORT & DEVELOPMENT
Train staff on the onboarding process
Workshops on: Sexual harassment and misconduct
STUDENT SUPPORT AND DEVELOPMENT
SuccessConnects – success coaching for all 1st-year students (some of which happened to be first-gen, URM, scholarship) (OAMI)
Educational Training workshops on outreach (CEO)
Student organization grant programs (Project Inspire in CEO and SAMI in OAMI)
INCLUSION
Powwow coordinated by OAMI
Graduation Celebrations – African/African-American, Asian Pacific Islander, Middle Eastern/North African, Native, Latino/a/x, Undocumented, and First Generation (all celebrations are open to any graduating student at any level)
ODEI Staff Book Club
U-M MLK Symposium Keynote Lecture
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[accordion title=”III. Data and Analysis: Key Findings “]
Summary of Data [CAMPUS CLIMATE REPORT]
Entering year 3, we reviewed staff data on compensation and classifications. We increased equity through reclassifying 5 staff, promotions, 9 salary adjustments, and increasing alignment between job duties and job descriptions. The Equity Review project took approximately two years to complete. Leadership decided Year 3 was a good time to redistribute the climate assessment survey as a pulse check on staff’s perception of progress. The climate assessment survey was redistributed and 81% of staff responded. The data is being reduced and will be presented to leadership before the fall.
We also took inventory of professional development and career advancement practices from unit to unit. We learned that there are differences in how professional development opportunities are framed and funded across units. The differences are based in unit’s different levels of general funds allocated for professional development, different philosophical approaches to professional development, presence/absence of grant programs that fund and require attendance to conferences, and differing levels of responsibilities amongst staff. We also found the process for requesting/approving professional development opportunities were more structured, detailed, and consistent in some units than others. While each office provides funds and encourages staff to take advantage of professional development, only one of our offices has a written policy for requesting opportunities for professional development. Thus, the parts of the process and expectations are partially informally stated and therefore may not be clear for all staff members.
Key Findings, Themes and Recommendations
The strategic DE&I plan for the Office of Diversity, Equity and Inclusion (ODEI) covers undergraduate and graduate students, staff, faculty, and community members outside of the university. The strategic objectives, measures (metrics in some cases), and action items fall into three of the four domains identified by the university. The three domains we focus on are Recruitment, Retention and Development, Education & Scholarship, and Promoting an Equitable and Inclusive environment. The third domain, Service was not chosen because the implementation team does not conceptualize any of our units’ work being captured primarily by the Service definition though there may be some overlap.
This strategic plan has a considerable amount of action items and represents some critical paths to DEI at the university. The implementation team has considered how the units involved have a longstanding commitment and role in DEI over the years; and therefore, have been intentional in considering how to gradually meet the objectives over 5 years. Thus, while the number of action items are ambitious, many of them represent ongoing DEI initiatives.
This plan includes action items related to all of the vital strategies.
FY20 Action Items
*All strategic objectives and related actions will be pursued in accordance with the law and University policy.
This domain is centered around how we engage various individuals or groups of people in our community in welcoming them into the institution, supporting them while they are here and contributing to their professional growth. Individuals and groups may fall into the categories of students, staff, faculty, or community members.
Undergraduate Students
Five-Year Strategic Objective 1:
Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students.
Measures of Success (for Objective 1):
# of students served/participating
# of MPOD student transfers
FY20 Actions:
Primary DE&I Goal: Diversity
Other applicable domain: Inclusion
Staff
Five-Year Strategic Objective 1:
Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff.
Measures of Success (for Objective 1):
Implementation of onboarding guidelines in FY20 hires
#Staff survey rating level of awareness of policies/guidelines and level of comfort/confidence in resources available
FY20 Actions:
Primary DE&I Goal: Recruitment, Retention & Development
Other applicable domain: Inclusion
Five-Year Strategic Objective 2:
Evaluate and improve practices that support the success, retention and promotion of a diverse staff.
Measures of Success (for Objective 2):
75% of unit staff are retained, promoted, or promoted out.
FY20 Actions:
Primary DE&I Goal: Equity
Other applicable domain: Inclusion
This domain considers the teaching, training, and production of knowledge as it relates to contributing knowledge, skills, and attitudes that support DEI principles.
Staff
Five-Year Strategic Objective 1:
Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution.
Measures of Success (for Objective 1):
Number of workshops and trainings throughout the year.
FY20 Actions:
Primary DE&I Goal: Inclusion
Other applicable domain: Promoting an equitable and inclusive community
This domain considers how structure, processes, systems are extensions and directors of culture. The domain directs us to see our influence and responsibility to shape community, while simultaneously reminding us that the voices of many are required to shape community. This domain reminds us that community, like diversity, is a verb rather than a static state.
Undergraduate Students
Five-Year Strategic Objective 1:
Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students.
Measures of Success (for Objective 1):
# of participating student organizations in SAMI
# of students served/participating
# of attendees
FY20 Actions:
Primary DE&I Goal: Promoting an equitable and inclusive community
Other applicable domain: Inclusion
Five-Year Strategic Objective 2:
Utilize marketing and communication best practices to promote engagement with diversity, equity and inclusion
Measures of Success (for Objective 2):
The production of marketing campaigns and promotional materials directly created and used for ODEI’s DEI strategic plan.
FY20 Actions:
Primary DE&I Goal: Inclusion
Other applicable domain:
Staff
Five-Year Strategic Objective 1:
Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution.
Measures of Success (for Objective 1):
# of staff attendees
# of meetings
Staff feedback via survey
FY20 Actions:
Primary DE&I Goal: Equity
Other applicable domain: Recruitment, Retention and Development
Five-Year Strategic Objective 2:
Support a safe climate for all genders, sexes, and sexual orientations.
Measures of Success (for Objective 2):
# staff who have completed the training on sexual harassment and minsconduct.
FY20 Actions:
Primary DE&I Goal: Promoting an equitable and inclusive community
Other applicable domain: Inclusion
This domain ensures that DEI efforts are part of every fabric of the institutional identity and practice. It highlights that DEI is not just about how we act within the academic side of the institution but is also about our intentional engagement beyond the campus.
Students
Five-Year Strategic Objective 1:
Continue to grow Wolverine Pathways through student participation, and successfully prepare students for entry into the university.
Measures of Success (for Objective 1):
50% or more of the scholars newly admitted and enrolled in Wolverine Pathways middle school program for fall 2019 will qualify for free or reduced lunch and/or be first-generation college goers, with at least 80% of that number being retained through the close of the fiscal year.
50% or more of our seniors will gain admission to U-M with 75% or more of that number electing to attend.
FY20 Actions:
Primary DE&I Goal: Service
Other applicable domain: Recruitment, Retention, Development
Five-Year Strategic Objective 2:
K-12 Outreach Hub: The refined mission: The Center for Educational Outreach (CEO) supports and advances the University of Michigan’s commitment to educational outreach and academic excellence. CEO partners with faculty, staff, and students to develop and implement programs that inform, engage, and inspire a diverse community of scholars.
Measures of Success (for Objective 2):
FY20 Actions:
Primary DE&I Goal: Service
Other applicable domain: Recruitment, Retention, Development
School, College or Unit Metrics
Undergraduate Students
Demographic Composition:
• Headcount
• Race/ethnicity
• Sex
Graduation Rates:
• 4-Year
• 6-Year
Enrollment:
• Entry status (new, continuing)
• Student class level (freshman, sophomore, junior, senior)
Staff
Demographic Composition:
Climate Survey Indicators:
Faculty
Demographic Composition:
Diversity
Makeup of workforce
Make up of supervisor cohort
Equity
Demographics of pool of employees promoted in past year
Demographics within salary bands of employees
Inclusion
# participants in skill and cultural training opportunities
| Key Constituency | Strategic Objective | Measure of Success | Detailed Actions Planned (measurable, specific) | Group/persons accountable | Resources needed (if applicable) |
| RRD – STUDENTS – Objective 1 | |||||
| Students | Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. | # of students served/participating
# of MPOD student transfers |
1. Continue Detroit Promise Scholars program which provides scholarships and retention support to enrolled students from Detroit. The program contributes to diversity and equity in that the majority of the participants are low income, first generation, and underrepresented students. | OAMI | |
| Students | Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. | # of students served/participating
# of MPOD student transfers |
Continue M-Connects work with six community colleges. | OAMI | |
| RRD – STAFF – Objective 1 | |||||
| Staff | Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff. | Implementation of onboarding guidelines in FY20 hires
#Staff survey rating level of awareness of policies/guidelines and level of comfort/confidence in resources available |
Review and adopt university hiring guides and training reflecting best practices that support equitable and inclusive staff recruitment and hiring/selection. | ODEI Business Office | |
| Staff | Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff. | Implementation of onboarding guidelines in FY20 hires
#Staff survey rating level of awareness of policies/guidelines and level of comfort/confidence in resources available |
Ensure that new policies and guidelines are communicated and implemented to support equitable and inclusive staff recruitment and hiring/selection. | ODEI Business Office | |
| Staff | Ensure the diversity of staff at all levels of the division: Implement standards to improve the recruitment, hiring and selection process to enhance the potential for increasing the diversity of the staff. | Implementation of onboarding guidelines in FY20 hires
#Staff survey rating level of awareness of policies/guidelines and level of comfort/confidence in resources available |
Document and train all staff in the onboarding process and all new staff will be processed through the new onboarding software. | ODEI Business Office | |
| RRD – STAFF – Objective 2 | |||||
| Staff | Evaluate and improve practices that support the success, retention and promotion of a diverse staff. | 75% of unit staff are retained, promoted, or promoted out. | Develop activities to support professional development and career advancement. | DEI Implementation Team | |
| Staff | Evaluate and improve practices that support the success, retention and promotion of a diverse staff. | 75% of unit staff are retained, promoted, or promoted out. | Continue providing funding for staff to support attendance at professional development activities that expand awareness of DEI issues. | DEI Implementation Team | |
| Staff | Evaluate and improve practices that support the success, retention and promotion of a diverse staff. | 75% of unit staff are retained, promoted, or promoted out. | ODEI leadership review and share findings from recent Y3 climate assessment survey. If it is decided to follow-up with focus groups, then those focus groups will not be organized around identity characteristics, but will be related to “issues affecting” various constituencies. That is, rather than a focus group that only African-American staff can attend, we may have a focus group, open to all, that would address “issues affecting African-American staff”. | DEI Implementation Team | |
| Evaluate and improve practices that support the success, retention and promotion of a diverse staff. | 75% of unit staff are retained, promoted, or promoted out. | Continue to develop new and communicate existing pathways to conflict resolution for responding to issues where staff may feel/perceive/experience a climate that is not inclusive. Consult with OGC where appropriate. | ODEI Business Office | ||
| Evaluate and improve practices that support the success, retention and promotion of a diverse staff. | 75% of unit staff are retained, promoted, or promoted out. | Provide training and leadership to staff on models of conflict resolution that demonstrate attention to how cultural differences challenge conflict resolution and how it may also facilitate conflict resolution. | ODEI Business Office | ||
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[accordion title=”VI. Education and Scholarship”]
| Key Constituency | Strategic Objective | Measure of Success | Detailed Actions Planned (measurable, specific) | Group/persons accountable | Resources needed (if applicable) |
| Staff | Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. | Number of workshops and trainings throughout the year. | Develop a presentation and model to present the ODEI DEI Strategic plan in a format that is more digestible to staff. | DEI Implementation Team |
VI.C. Promoting an Equitable and Inclusive Community
| Key Constituency | Strategic Objective | Measure of Success | Detailed Actions Planned (measurable, specific) | Group/persons accountable | Resources needed (if applicable) |
| Eq & Incl – STUDENTS – Objective 1 | |||||
| Students | Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. | # of participating student organizations | Expand SuccessConnects program which delivers programmatic components to provide holistic (academic, social, and personal) success of undergraduate students through one-on-one success coaching conducted by professional staff for first year students (freshmen and transfers) and second year scholars’ participation in one-on-one coaching delivered by junior/senior undergraduates that served in the role of Academic Success Partners. The program design includes a focus on students from communities that are underserved and underrepresented at the University of Michigan and also was open to any student that wanted to benefit from its opportunities. | OAMI | |
| Students | Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. | # of participating student organizations | Continue SAMI (Student Academic Multicultural Initiatives) which provides funding to recognized student organizations or students for diversity programs, or a personal event or project that is both academic and multicultural. | OAMI | |
| Students & Campus-wide | Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. | # of students served/participating
# of attendees |
OAMI will coordinate end-of-the-year cultural events, open to all that are interested, that celebrate the achievements, commonalities and differences that characterize the experiences of African/African-American, Arab, MENA, Latino/a, Asian Pacific Islander, First Generation and Native communities. The graduation celebrations are part of the larger commencement experience on campus and mark a tradition of valuing the various cultural offerings to the University and world community. | OAMI | |
| Students & Campus-wide | Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. | # of students served/participating
# of attendees |
OAMI will partner with the Native American Student Association (NASA) to host the annual Dance for Mother Earth Powwow in April. This event provides an opportunity for you and the U-M community to experience and honor Native American heritage and history. The U-M Annual Dance for Mother Earth Powwow is one of the largest student-run Powwows in the country. | OAMI | |
| Students & Campus-wide | Work collaboratively and cooperatively with the campus and external constituencies to sustain or grow initiatives that enrich the academic, social, cultural, and personal development of a diverse group of students. | # of students served/participating
# of attendees |
OAMI will Coordinate U-M Annual Martin Luther King, Jr. Symposium Keynote Lecture focused on current political climate and prevailing and competing political ideologies across America and provide space for young innovators in media to play a role in inspiring inclusion. | OAMI | |
| Eq & Incl – Students – Objective 2 | |||||
| Students | Utilize marketing and communication best practices to promote engagement with diversity, equity and inclusion | The production of marketing campaigns and promotional materials directly created and used for ODEI’s DEI strategic plan. | The ODEI Marketing and Communications Manager oversees a monthly, office-wide newsletter, “Happening Across ODEI,” where units can share news, opportunities, upcoming events, and report on outcomes related to recent activities. | Mike Moreland – Business Office | |
| Eq & Incl – STAFF – Objective 1 | |||||
| Staff | Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. | # of staff attendees
# of meetings Staff feedback via survey |
Provide unit wide gatherings once a semester for leadership to share vision related to DEI and to reinforce positive group interactions that foster a healthy unit climate. | ODEI Implementation Team | |
| Staff | Foster a positive climate for diversity that encourages staff members to grow and embrace diversity as a core value and as a vital component of the division and the institution. | # of staff attendees
# of meetings Staff feedback via survey |
Provide ongoing (quarterly or by semester) updates and opportunities for staff to provide feedback on the DEI strategic planning process. | DEI Implementation Team | |
| Eq & Incl – STAFF – Objective 2 | |||||
| Staff | Support a safe climate for all genders, sexes, and sexual orientations. | # staff who have completed the training on sexual harassment and minsconduct. | Ensure all staff have taken the universities online training on sexual harassment and misconduct. | ||
VI.D. Service
| Key Constituency | Strategic Objective | Measure of Success | Detailed Actions Planned (measurable, specific) | Group/persons accountable | Resources needed (if applicable) |
| Service – STUDENTS – Objective 1 | |||||
| Students (WP Scholars) | Continue to grow Wolverine Pathways through student participation, and successfully prepare students for entry into the university. | 50% or more of the scholars newly admitted and enrolled in Wolverine Pathways middle school program for fall 2019 will qualify for free or reduced lunch and/or be first-generation college goers, with at least 80% of that number being retained through the close of the fiscal year.
50% or more of our seniors will gain admission to U-M with 75% or more of that number electing to attend. |
The Program Manager for Operations is charged with developing a strategic recruitment plan and the Program Manager for Campus and Community Relations is charged with completing an assessment of the 2018-2019 application and application process with the goal of improving these processes for the 2019-2020 application year. | Wolverine Pathways | |
| Students (WP Scholars) | Continue to grow Wolverine Pathways through student participation, and successfully prepare students for entry into the university. | 50% or more of the scholars newly admitted and enrolled in Wolverine Pathways middle school program for fall 2019 will qualify for free or reduced lunch and/or be first-generation college goers, with at least 80% of that number being retained through the close of the fiscal year.
50% or more of our seniors will gain admission to U-M with 75% or more of that number electing to attend. |
Develop a scope and sequence to be instituted fall of 2020 and will strategically attend to the math literacy and critical reading and writing demands associated with the SAT and the first year of college and selective college. Additionally, better outline a scholar and parent curriculum that better supports high school selection, study habits, and the college application process. To achieve this goal, we will need to hire a math specialist and also continue to work close with members of WP’s Curriculum, Instruction, and Transition Task Force. | Wolverine Pathways | |
| Students (WP Scholars) | Continue to grow Wolverine Pathways through student participation, and successfully prepare students for entry into the university. | 50% or more of the scholars newly admitted and enrolled in Wolverine Pathways middle school program for fall 2019 will qualify for free or reduced lunch and/or be first-generation college goers, with at least 80% of that number being retained through the close of the fiscal year.
50% or more of our seniors will gain admission to U-M with 75% or more of that number electing to attend. |
Define Math and ELA as the core elements of WP curriculum with opportunities to integrate Science and Social Science as would be appropriate to achieving the goals outlined as part of the scope and sequence to be instituted beginning fall 2020. Determine whether, where, and/or how to integrate financial literacy and social emotional learning given this same scope and sequence. | Wolverine Pathways | |
| Students (WP Scholars) | Continue to grow Wolverine Pathways through student participation, and successfully prepare students for entry into the university. | 50% or more of the scholars newly admitted and enrolled in Wolverine Pathways middle school program for fall 2019 will qualify for free or reduced lunch and/or be first-generation college goers, with at least 80% of that number being retained through the close of the fiscal year.
50% or more of our seniors will gain admission to U-M with 75% or more of that number electing to attend. |
Assess the process and outcomes of relying on college admissions coaches and/or admissions reviewers (rather than on secondary teachers) to support the college application process, including intensive reviews of essays. Determine how we should coordinate WP’s college application process for the 2019-2020 year given this assessment. | Wolverine Pathways | |
| Service – CAMPUS-WIDE – Objective 2 | |||||
| Campus-wide support | K-12 Outreach Hub: The refined mission: The Center for Educational Outreach (CEO) supports and advances the University of Michigan’s commitment to educational outreach and academic excellence. CEO partners with faculty, staff, and students to develop and implement programs that inform, engage, and inspire a diverse community of scholars. | # of units served
# of students served # of referrals Grow contact list Grow UOC Grow Faculty Forum |
Development of technology infrastructure; Development of faculty community of practice (Faculty Forum and S.O.S Fellowship; Consult with schools and colleges; Watson A. Young Scholarship; Deliver custom campus visits for underserved schools; Michigan College Advising Corps; Project Inspire Grants and Workshops; Wolverine Express; University Outreach Council; Michigan Pre-College and Youth Outreach Conference. | CEO | |
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[accordion title=”VII. Plans for Supporting, Tracking and Updating the Strategic Plan “]
The DEI Implementation Lead is the key contact for stewardship of the plan in FY20. Lumas Helaire, Associate Director of OAMI, will serve as the Implementation Lead. Dr. Helaire will be joined on the team by April Gross from ODEI’s Business Office to support in tracking and supporting the plan’s implementation.
These groups will conduct a review of the plan in Fall 2020 with multiple constituencies (students, staff, faculty, community members) and gather feedback and additional ideas to be implemented throughout the year. A midyear status report on progress will be presented to the liaison from the Diversity Executive Leadership Team in January and a final evaluation of Year Three success measures, accomplishments against the plan as well as Year Four recommendations will be presented to ODEI Leadership in April 2020. The implementation team will meet biweekly to track and monitor progress with the support of project management tools and the support of a graduate student assistant.
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